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| m&a failures: Reasons for Frequent Failure in Mergers and Acquisitions Thomas Straub, 2007-10-16 Using four statistical methods, Thomas Straub shows that M&A performance is a multi-dimensional function of: strategic logic, organizational behavior, and financial aspects. |
| m&a failures: The M&A Failure Trap Baruch Lev, Feng Gu, 2024-11-04 An essential read about M&A for executives and investors who make critical decisions when M&A events and opportunities happen. In The M&A Failure Trap: Why Most Mergers and Acquisitions Fail and How the Few Succeed, a distinguished team of finance and accounting researchers and practitioners delivers a practical and up-to-date exploration of the shortcomings of managerial mergers and acquisitions decisions. In the book, you'll discover: Why 70-75% of all corporate acquisitions fail How to substantially improve acquisition decisions How to predict a specific merger outcome All the lessons and advice provided in this book are fact-based—derived from a sample of 40,000 real-life merger cases around the world which are thoroughly analyzed and provide the foundations for our findings and recommendations. The authors offer keen insights into the most important predictors of mergers and acquisitions failure and success and show you how to identify the potential warning signs of a problematic transaction. The book also provides insights into the human element of M&As: what happens to executives and employees of failed acquisitions. You will also find in the book a comprehensive review of the state-of-the-art research on M&As and numerous analyses of successful and unsuccessful real-life mergers. Perfect for executives and directors contemplating a major M&A decision or currently engaged in such a transaction, The M&A Failure Trap will also earn a place in the libraries of students of business and economics, as well as investors faced with decisions impacted by a merger or acquisition, and shareholders expected to vote on an upcoming transaction. |
| m&a failures: The M&A Formula Peter Zink Secher, Ian Horley, 2018-02-12 The formula that transforms the probability of success when growing your business with M&A The M&A Formula brings together decades of research and case studies from recognised leaders into a model that anybody can use to grow their business using M&A, no matter large or small. Whether you see it as avoiding the painful failure that currently runs at a Global average of over 50%, or stacking the cards in your favour, business model-driven M&A will definitely help you win by either seizing opportunities from your competition, or failing fast – before it really hurts you. M&As fail because the thinking surrounding them fails the rigour of scientific examination; by observing the results of conventional processes and positions, the need for new direction becomes apparent. This book presents a new set of tactics based on data from high-profile M&As, constructing a modern map of practical and business model-driven tactics that succeed in the real world. Case studies of successful deals illustrate on-the-ground implementation of a new M&A model, and tactics formulated by M&A specialists equip you with the wisdom to avoid common pitfalls and costly errors. The M&A sector is continuing to grow, and the trend shows no sign of slowing. Business leaders need a robust, business model-driven M&A strategy for handling these high-stakes transactions, but the usual methods are no longer cutting it. This book provides a new way forward for businesses seeking smart M&A tactics, helping them to: Rethink conventional M&A wisdom in light of recent failures. Adopt new data-backed tactics that help ensure success. Avoid litigation risk and the high cost of failures. Examine practical models and illustrative high-profile case studies. M&A failures have reached global epidemic proportions, with economic impacts to scale. Businesses around the world are in dire need of direction, and as the stakes grow, so do the potential costs of mistakes. The M&A Formula provides sound guidance and a practical new model for successful M&As in the new economy. |
| m&a failures: Mastering the Merger David Harding, Sam Rovit, 2004-11-04 Today's corporate deal makers face a conundrum: Though 70% of major acquisitions fail, it's nearly impossible to build a world-class company without doing deals. In Mastering the Merger, David Harding and Sam Rovit argue that a laserlike focus on just four key imperatives--before executives finalize the deal--can dramatically improve the odds of M&A success. Based on more than 30 years of in-the-trenches work on thousands of deals across a range of industries--and supplemented by extensive Bain & Co. research--Harding and Rovit reveal that the best M&A performers channel their efforts into (1) targeting deals that advance the core business; (2) determining which deals to close and when to walk away; (3) identifying where to integrate--and where not to; and (4) developing contingency plans for when deals inevitably stray. Top deal makers also favor a succession of smaller deals over complex megamergers--and essentially institutionalize a success formula over time. Helping executives zero in on what matters most in the complex world of M&A, Mastering the Merger offers a blueprint for the decisions and strategies that will beat the odds. |
| m&a failures: Mergers and Acquisitions Amy L. Pablo, Mansour Javidan, 2009-02-09 This book reviews both successful and unsuccessful mergers andacquisitions, exploring the reasons why so many fail to live up toexpectations. An exploration of why mergers and acquisitions succeed or fail,based on rigorous scholarly research. Stretches the boundaries of what we know about these complexphenomena. Presents original ideas about the merger and acquisitionstrategy, the effects of mergers and acquisitions on performance,and the critical processes involved in implementation andintegration. Explores new areas, such as the role of culture and leadership,and the importance of knowledge transfer and learning. Includes contributions from both highly respected scholars andup-and-coming stars in the field. |
| m&a failures: Mergers and Acquisitions Fouad Sabry, 2024-02-11 What is Mergers and Acquisitions Mergers and acquisitions (M&A) are business transactions in which the ownership of companies, business organizations, or their operating units are transferred to or consolidated with another company or business organization. As an aspect of strategic management, M&A can allow enterprises to grow or downsize, and change the nature of their business or competitive position. How you will benefit (I) Insights, and validations about the following topics: Chapter 1: Mergers and acquisitions Chapter 2: Takeover Chapter 3: Leveraged buyout Chapter 4: Private equity Chapter 5: Horizontal integration Chapter 6: Due diligence Chapter 7: Valuation (finance) Chapter 8: Enterprise value Chapter 9: Management buyout Chapter 10: Business valuation Chapter 11: Consolidation (business) Chapter 12: Earnout Chapter 13: Commercial property Chapter 14: Valuation using discounted cash flows Chapter 15: Valuation using multiples Chapter 16: Goodwill (accounting) Chapter 17: Private-equity secondary market Chapter 18: Control premium Chapter 19: Stock Chapter 20: Contingent value rights Chapter 21: Asset purchase agreement (II) Answering the public top questions about mergers and acquisitions. (III) Real world examples for the usage of mergers and acquisitions in many fields. Who this book is for Professionals, undergraduate and graduate students, enthusiasts, hobbyists, and those who want to go beyond basic knowledge or information for any kind of Mergers and Acquisitions. |
| m&a failures: Advances in Mergers and Acquisitions Sydney Finkelstein, Cary L. Cooper, 2017-07-03 The chapters published in this volume provide cutting edge ideas by leading scholars, and help to inform mergers and acquisitions research around the world. |
| m&a failures: Managing Emotions in Mergers and Acquisitions Verena Kusstatscher, Cary L. Cooper, 2005-01-01 Just as mergers and acquisitions begin to take off once again, this book reminds us that the emotional side of business is often at the heart of success and failure. With a terrific mix of case studies and in-depth conceptual thinking, Managing Emotions in Mergers and Acquisitions addresses the most fundamental of all issues in M&As how and why people sometimes disrupt the best merger plans, simply because they are, well, people. Sydney Finkelstein, Professor of Strategy and Leadership at the Tuck School at Dartmouth College, and author of Why Smart Executives Fail This is a very welcome addition to our knowledge on M&A process. This is an in-depth study on emotions, how these are effected due to M&A activity in two firms and how they influence the process itself. It helps us to understand, what emotions are? How we can deal with them? And, Why do M&As so often fail? It offers state-of-the-art knowledge on this complex phenomenon. The four cases present in depth and extremely rich insight into how emotions actually work and influence the success/failure in M&A process. In conclusion, it is a timely and innovative book which is a must read for anyone interested in mergers and acquisitions. Pervez Ghauri, University of Manchester, UK Research suggests that an increasing number of people experience organisational changes such as mergers and acquisitions as highly emotional life events. Indeed, given that, as the authors prove, 70% of all mergers and acquisitions fail to reach their initial goals largely because of neglected people issues, it is a must for every manager and M&A researcher to understand the emotional side of such change processes. This fascinating book explains how managerial behaviour and communication styles influence the emotions of employees and affect their readiness to contribute to a successful post-merger integration. It combines emotion theories from other disciplines with recent M&A findings, and offers practical implications through illustrative case studies. Academics and practitioners will find the combination of management literature with psychology and sociology literature of great interest. |
| m&a failures: Synergy Value and Strategic Management Stefano Garzella, Raffaele Fiorentino, 2016-08-29 This book addresses synergy management, which poses an important challenge for firms, advisors and practitioners involved in mergers and acquisitions (M&A). Synergy plays a key role in M&A contexts, both in the decision-making process and, subsequently, in the integration phase. However, despite the fact that synergy value is commonly regarded as one of the key success factors in M&A, research shows that firms generally fail to achieve the expected synergy. The extant literature is characterized by a lack of comprehensive models of synergy management: the assessment of synergy value remains a “black box” for scholars and practitioners alike. The authors provide a comprehensive framework for synergy management by integrating findings from prior research and various disciplines. The framework highlights the main dimensions of synergy management in mergers and acquisitions, common pitfalls, and new models and tools for avoiding them. As such, the book enriches the M&A literature, offers new insights for scholars, and provides valuable guidelines for practitioners involved in synergy management. |
| m&a failures: Maximizing Corporate Value through Mergers and Acquisitions Patrick A. Gaughan, 2013-04-01 Solid guidance for selecting the correct strategic basis for mergers and acquisitions Examining how M&A fits in corporate growth strategies, Maximizing Corporate Value through Mergers and Acquisitions covers the various strategic reasons for companies entering mergers and acquisitions (M&A), with a look at those that are based on sound strategy, and those that are not. Helps companies decide whether M&As should be used for growth and increased corporate value Explores why M&A deals often fail to deliver what their proponents have represented they would Explains which types of M&A work best and which to avoid With insider guidance on what boards of directors should be aware of when evaluating proposed deals, Maximizing Corporate Value through Mergers and Acquisitions provides a sound foundation for understanding the risks involved in any mergers and acquisitions deal, before it's too late. |
| m&a failures: The Impact of Shared Vision on Leadership, Engagement, and Organizational Citizenship Richard Eleftherios Boyatzis, Kylie Rochford, Scott N. Taylor, 2015-10-28 According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching. |
| m&a failures: Merger and Acquisition Analyst Interview Questions and Answer - English Navneet Singh, Preparing for a Merger and Acquisition (M&A) Analyst interview involves a strong understanding of financial modelling, valuation methods, and deal structuring, among other technical skills. Below are some common M&A interview questions along with suggested answers. 1. Can you explain the key stages of an M&A deal? Answer: The key stages of an M&A deal typically include: Pre-deal Planning: This involves identifying potential targets or buyers, conducting industry and market analysis, and aligning with the company’s strategic goals. Valuation and Due Diligence: Assess the target company’s financial health through financial statements, understanding risks, and identifying synergies. Valuation methods such as DCF, comparable companies’ analysis, and precedent transactions are commonly used. Negotiation and Deal Structuring: Both parties agree on the price and structure of the transaction. This may include cash, stock, or a combination of both. Legal aspects and tax implications are also discussed. Financing: Ensure that financing is secured for the transaction, whether through debt, equity, or a combination. Closing: Legal agreements are signed, and the deal is officially completed. Post-merger Integration: This phase focuses on combining the operations, cultures, and systems of the two companies for value creation. 2. How do you value a company in an M&A transaction? Answer: Valuing a company can be done using several approaches: Discounted Cash Flow (DCF): This method projects the future cash flows of the company and discounts them back to the present value using an appropriate discount rate (often WACC). Comparable Company Analysis (Comps): This involves comparing the target company with similar publicly traded companies by using valuation multiples like EV/EBITDA, EV/Revenue, or P/E. Precedent Transactions Analysis: Analysing past M&A transactions in the same industry to identify valuation multiples that can be applied to the target company. Asset-Based Valuation: This method looks at the company's assets minus liabilities, often used for distressed companies. 3. What is accretion/dilution analysis, and why is it important in M&A? Answer: Accretion/dilution analysis evaluates how a merger or acquisition affects the acquiring company’s earnings per share (EPS). It compares the pro forma EPS (after the transaction) to the standalone EPS. If the pro forma EPS increases, the deal is considered accretive; if it decreases, it’s dilutive. This is important because it helps shareholders understand the potential financial impact of a deal and whether it adds or reduces value from an EPS perspective. 4. What are some common synergies in M&A transactions? Answer: Synergies are the expected benefits gained from merging or acquiring a company. Common synergies include: Cost Synergies: Savings from reducing redundant operations, better economies of scale, and optimized supply chains. Revenue Synergies: Increased revenue from cross-selling products, expanded market reach, or combining sales forces. Operational Synergies: Improved efficiencies through shared best practices, processes, or technology. 5. Walk me through a DCF analysis. Answer: Step 1: Project the target company's free cash flows (FCF) for a certain number of years (usually 5-10 years). FCF is calculated as EBIT (Earnings Before Interest and Taxes) minus taxes, plus depreciation, minus changes in working capital, and capital expenditures. Step 2: Determine the terminal value at the end of the projection period, either by using the perpetuity growth model or exit multiples. Step 3: Discount both the projected free cash flows and terminal value to the present using the company’s Weighted Average Cost of Capital (WACC). Step 4: The sum of the present values of the projected cash flows and the terminal value gives the enterprise value of the company. 6. What are the differences between a stock purchase and an asset purchase? Answer: Stock Purchase: The buyer acquires the shares of the target company, assuming all assets and liabilities. The target company continues to operate as a legal entity. Pros: Simpler for the seller, tax advantages for the buyer (if structured as a tax-free reorganization). Cons: Buyer assumes all liabilities, including contingent and hidden ones. Asset Purchase: The buyer selects specific assets and liabilities to acquire, often excluding unwanted liabilities. Pros: Allows the buyer to avoid acquiring liabilities and allows more flexibility in what’s being purchased. Cons: May be more complex and time-consuming to execute, potential tax consequences for the seller. 7. What are the risks involved in M&A deals? Answer: Some risks include: Integration Risk: Difficulty in combining the two companies’ operations, cultures, or systems. Overvaluation: Paying too much for the target company due to overestimated synergies or underestimated risks. Regulatory Risk: Potential issues with antitrust or other regulatory authorities that could block or delay the deal. Financial Risk: Inadequate financing for the deal or assuming too much debt can negatively impact the acquirer’s financial health. 8. What role does due diligence play in M&A? Answer: Due diligence is a critical process where the acquiring company reviews the target's financials, operations, legal matters, and market position. It helps identify potential risks, such as unrecorded liabilities, regulatory issues, or operational inefficiencies. Comprehensive due diligence ensures that the buyer makes an informed decision and that any issues discovered can be factored into the negotiation process. 9. How do you approach cultural integration in M&A? Answer: Cultural integration is essential for a successful merger. Some steps include: Assessing cultural compatibility early in the process to identify potential conflicts. Communicating clearly to employees about changes and expectations. Involving leaders from both companies in integration efforts. Aligning organizational values and ensuring that talent management strategies, like compensation and benefits, are harmonized. 10. What is the impact of financing structure on a deal? Answer: The financing structure (debt vs. equity) can significantly affect the deal’s outcome: Debt Financing: Can magnify returns through leverage but increases financial risk, as debt servicing is mandatory. Equity Financing: Dilutes existing shareholders but avoids the risk of insolvency. Equity may also be favourable when the acquirer’s stock is highly valued. General Tips for Answering M&A Interview Questions: Know your valuation techniques in detail (e.g., DCF, comparable). Prepare for financial modelling exercises, including constructing accretion/dilution models or DCFs. Brush up on industry trends in M&A activity, as this shows you're up to date with market dynamics. |
| m&a failures: The Management of Mergers and Acquisitions Philippe Very, 2005-07-08 The Management of Mergers and Acquisitions is far away from the perfect, polished presentations of the merchant bankers in which value creation is all too often just the result of a well-executed PowerPoint presentation. Philippe Very takes us into the real world where management is the key word - management of the expected and the unexpected, of rationality and emotions, of processes and people. He combines the expertise of the researcher with live business cases. This makes his book extremely easy and enjoyable to read and at the same time builds the knowledge and the understanding of the reader quickly and effectively. A perfect vade mecum that every stakeholder in a merger and acquisition should read: bankers, consultants, buyers, sellers, CEO’s and management. Richard Simonin, Chief Executive Officer, Harrods Ltd Having worked with Philippe on a number of research projects, I have the highest respect for his abilities, motivation, and character. What he writes, I want to read. Mike Lubatkin, Professor of Management and Wolf Family Chair in Strategic Entrepreneurship, University of Connecticut, Professor of Management at EM Lyon Philippe Very delivers a detailed guide to the entire merger and acquisition process – from identifying a target to completing the integration phase. His highly original style, combines cliffhanger fictional stories with authoritative research results. Both M&A professionals and business students will take away a deeper understanding of the M&A process along with action points based on real-life problems. Dr Stephen Gates, Principal Researcher, The Conference Board At last, a lively and entertaining management book. With little or no business experience, the case studies will give you a feel for the complexity of M&A situations. With more experience, you will quickly identify with challenges that you have faced yourself. In all cases, however good your planning and anticipation skills, expect to face the unknown. You are dealing with organizations and people: each one has expectations, frustrations, and an ego. Eric Bonnot, CEO, Audax – Basic System |
| m&a failures: Transatlantic Mergers and Acquisitions Kai Lucks, 2007-06-27 This book is intended to show ways to successful cooperation. Going beyond M&A, it demonstrates how economical ties and personal behaviour can positively influence our international relations. The value to M&A professionals will be generated through better understanding the views from the other side of the Atlantic, through new M&A insights from other industries and from experts working in consulting and finance. Thus, it is also of high value to all those working on partnerships between the USA or Germany and any other country. The book deals with many different aspects, starting from overall strategies, and ending up with lessons learnt from the special cases. Reflecting behavioural, economic or legal aspects, there are articles showing one side only to work out country or industry specifics and others comparing the nationally different systems and surroundings. |
| m&a failures: Mergers and Acquisitions from A to Z Thomas Nelson, 2018-04-11 Walks you through every step of the process—from valuation to securities laws to closing and successful integration. When done correctly and cautiously, your company's next merger or acquisition should be an exciting, profitable time. But these complex transactions carry significant risk, no matter how simple or appealing they may look on the outside. Complete with expert advice, case studies, checklists, and sample documents, this fully updated edition of Mergers and Acquisitions from A to Z is your complete guide to help you be prepared and take steps to eliminate rivals, extend territory, and diversify offerings. It includes: The latest trends and regulatory developments. Best practices for structuring profitable deals. Effective ways to raise the capital needed to get deals done. Roles and risks for boards of directors in M&A. Guidelines for keeping deals on track and managing post-closing challenges. Valuable tools, checklists, and sample forms. It is absolutely vital for all involved in the deal to make sure they are guarding themselves against costly mistakes that have been the downfall for many leaders and organizations before them. The fourth edition of Mergers and Acquisitions from A to Z further explains how to conduct due diligence, calculate the purchase price, understand the roles and risks for boards, and more. Don't make another deal without this trusted resource and its strategic and legal guidance by your side. |
| m&a failures: Merger and Acquisition Strategies Angelo Dringoli, 2016-10-28 The decision to carry out a merger or acquisition is certainly a risky one, not least because of the number of variables influencing the final outcome. It is also a decision frequently based on the wrong objectives and an incorrect evaluation process. With this in mind, this important new book offers solutions for reducing the high percentage of mergers and acquisitions (M&As) that fail. It adopts a normative approach, using theoretical analysis to show what managers could and should do to increase shareholders’ value through successful M&A strategies. It also explores the conditions that are suitable for favouring a certain type of M&A (horizontal, vertical or diversified) over the others. In conclusion, the book presents case studies of successful M&A strategies providing a link between theory and practice. |
| m&a failures: Emotion, Cognition, and Their Marvellous Interplay in Managerial Decision-Making Matteo Cristofaro, 2021-04-06 How do affect, cognition, and their interplay influence managerial decision-making at the individual, group, and organizational levels? How can these influences be fostered or reduced? This book conceptually and empirically answers such questions, and considers important theoretical issues for future research about the complex functioning of the human mind in managerial decision-making. |
| m&a failures: Economic Policies and Business Practices in Developing Countries Dr. Nnaemeka N Obasi, Tafuteni Chusi, Kofi Nti Agyeman, Richard Mulenga, Moses Mayondi, Aisha Ahmad Sajoh, 2022-12-03 TOPICS IN THE BOOK The Role of Bank Loan and Informal Financial Institution Financing on Investment: Evidence from Nigeria Impacts of Quantitative Monetary Policy Tools on Deposit Performance of Commercial Banks, A Case of CRDB Plc, Tanzania The Determinants of Mergers and Acquisitions in Ghana Impact of Digital Services Trade on Economic Growth of Developing, Emerging and Developed Countries: P-VAR Approach The Effect of Human Capital on Economic Growth in Some Sub Sahara African Countries (SSA) |
| m&a failures: Mergers & Acquisitions Dennis J. Roberts, 2009-02-03 This book was designed not only for owners and managers of middle market businesses but as a training text for middle market M&A investment bankers and consultants. It discusses the art and science of middle market M&A as well the all-important psychology and behind-the-scenes negotiations pursued with a particular emphasis on obtaining the absolute highest value when selling a business. Subjects addressed include valuation, taxation, negotiations, M&A conventions, among many others from the buy-side and sell-side perspectives. Subtitled “Tales of A Deal Junkie,” this serious but occasionally irreverent book tells it like it is, including anecdotes to provide a “feel” for what really goes on in middle market transactions. The author, a former practicing CPA and a business valuation expert, is a veteran M&A investment banker with years of real life experience. He also is a widely-acclaimed instructor in the M&A field and a nationally-respected practitioner who has trained thousands of investment bankers. No comparable book on the market today provides this degree of comprehensive and invaluable insight. |
| m&a failures: Advances in Mergers and Acquisitions Cary L. Cooper, Sydney Finkelstein, 2014-09-16 This series focuses on three characteristics - studies from scholars in different countries, with different research questions, relying on different theoretical perspectives. The collections published each year provide cutting edge ideas by leading scholars on a global scale. |
| m&a failures: Business Information Systems Witold Abramowicz, 2015-06-15 This book contains the refereed proceedings of the 18th International Conference on Business Information Systems, BIS 2015, held in Poznań, Poland, in June 2015. The BIS conference series follows trends in academic and business research; thus, the theme of the BIS 2015 conference was “Making Big Data Smarter.” Big data is now a fairly mature concept, recognized and widely used by professionals in both research and industry. Together, they work on developing more adequate and efficient tools for data processing and analyzing, thus turning big data into smart data. The 26 revised full papers were carefully reviewed and selected from 70 submissions. In addition, two invited papers are included in this book. They are grouped into sections on big and smart data, semantic technologies, content retrieval and filtering, business process management and mining, collaboration, enterprise architecture and business−IT alignment, specific BIS applications, and open data for BIS. |
| m&a failures: Does the Merger-Related Legislation in the Nation of the M&A Target Company Affect the Probability of the Pre-Merger Deal Failure? Marek Čech, 2016-10-19 Diploma Thesis from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1.5, Utrecht University, course: International Management, language: English, abstract: The paper examines the relationship between the nation of an M&A transaction’s target company and the probability of deal completion/ pre-merger failure based on a sample of transactions proposed by Dutch bidders during the period ranging from 2003 to 2015 with other Dutch companies; British (UK); or American (US) targets. By the logistic regression analysis, the US-targeted deals were found to be associated with higher probabilities of pre-merger failure which is aimed to be explained by applying a mediation analysis of several country-specific indicators potentially affecting the deal completion. This way, four factors which are addressed in the theoretical part of the paper (including the restrictiveness of the merger control mechanisms, effectiveness of corporate-related legislation and the time and complexity of contract enforcement) were found to be the mediators of the relationship between the target nation and pre-merger failure. Additionally, according to the regression results, transactions conducted during the end of a merger wave are expected to be less likely completed than the ones negotiated in the earlier or later stages, regardless of the target nation. |
| m&a failures: Mergers, Acquisitions, and Other Restructuring Activities Donald DePamphilis, 2009-08-26 Explaining the real-world of mergers, acquisitions, and restructuring based on his own academic knowledge and experience, Donald DePamphilis shows how deals are done, rather than just explaining the theory behind them. |
| m&a failures: Mergers and Acquisitions: Strategies for Successful Deals , Welcome to the forefront of knowledge with Cybellium, your trusted partner in mastering the cutting-edge fields of IT, Artificial Intelligence, Cyber Security, Business, Economics and Science. Designed for professionals, students, and enthusiasts alike, our comprehensive books empower you to stay ahead in a rapidly evolving digital world. * Expert Insights: Our books provide deep, actionable insights that bridge the gap between theory and practical application. * Up-to-Date Content: Stay current with the latest advancements, trends, and best practices in IT, Al, Cybersecurity, Business, Economics and Science. Each guide is regularly updated to reflect the newest developments and challenges. * Comprehensive Coverage: Whether you're a beginner or an advanced learner, Cybellium books cover a wide range of topics, from foundational principles to specialized knowledge, tailored to your level of expertise. Become part of a global network of learners and professionals who trust Cybellium to guide their educational journey. www.cybellium.com |
| m&a failures: Mergers and Acquisitions in Banking and Finance Ingo Walter, 2004-01-29 This book is intended to lay out, in a clear and intuitive as well as comprehensive way, what we know - or think we know - about mergers and acquisitions in the financial services sector. It evaluates their underlying drivers, factual evidence as to whether or not the basic economic concepts and strategic precepts are correct. It looks closely at the managerial dimensions in terms of the efficacy of merger implementation, notably the merger integration process. The focus is on enhancing shareholder value creation and the execution of strategies for the successful management of mergers. It also has a strong public-policy component in this special industry where successes can pay dividends and failures can cause serious problems that reach well beyond the financial services industry itself. The financial services sector is about halfway through one of the most dramatic periods of restructuring ever undergone by a major global industry. The impact of the restructuring has carried well beyond shareholders of the firms and involved into the domain of regulation and public policy as well as global competitive performance and economic growth. Financial services are a center of gravity of economic restructuring activity. M&A transactions in the financial sector comprise a surprisingly large share of the value of merger activity worldwide -- including only deals valued in excess of $100 million, during the period 1985-2000 there were approximately 233,700 M&A transactions worldwide in all industries, for a total volume of $15.8 trillion. Of this total, there were 166,200 mergers in the financial services industry (49.7%), valued at $8.5 trillion (54%). In all of restructuring frenzy, the financial sector has probably had far more than its share of strategic transactions that have failed or performed far below potential because of mistakes in basic strategy or mistakes in post-merger integration. It has also had its share of rousing successes. This book considers the key managerial issues, focusing on M&A transactions as a key tool of business strategy - doing the right thing to augment shareholder value. But in addition, the degree of integration required and the historic development of integration capabilities on the part of the acquiring firm, disruptions in human resources and firm leadership, cultural issues, timeliness of decision-making and interface management have co-equal importance - doing it right. |
| m&a failures: Platform Power and Policy in Transforming Television Markets Tom Evens, Karen Donders, 2018-04-04 This book seeks to investigate ‘platform power’ in the multi-platform era and unravels the evolution of power structures in the TV industry as a result of platformisation. Multiple TV platforms and modes of distribution are competing–not necessarily in a zero-sum game–to control the market. In the volume, the contributors work to extend established ‘platform theory’ to the TV industry, which has become increasingly organised as a platform economy. The book helps to understand how platform power arises in the industry, how it destabilises international relations, and how it is used in the global media value chain. Platform Power and Policy in Transforming Television Markets contributes to the growing field of media industry studies, and draws on scholarly work in communication, political economy and public policy whilst providing a deeper insight into the transformation of the TV industry from an economic, political and consumer level. Avoiding a merely legal analysis from a technology-driven perspective, the book provides a critical analysis of the dominant modes of power within the evolving structures of the global TV value chain. |
| m&a failures: Corporate Governance in Globalized Economy Dr. Sanjay Bhayana, 2025-02-10 Corporate Governance in the Globalized Economy the evolving landscape of corporate governance practices in the context of a rapidly interconnected world. The examines the challenges and opportunities presented by globalization, focusing on regulatory frameworks, ethical standards, and accountability mechanisms across diverse markets. The role of leadership, transparency, and stakeholder engagement in ensuring sustainable business practices. Drawing on case studies and global examples, it offers insights into the complexities of managing corporate governance in an increasingly interdependent economic environment. |
| m&a failures: Handbook of Research on Mergers and Acquisitions Yaakov Weber, 2012-12-28 For the last four decades, researchers in various disciplines have been trying to explain the enduring paradox of the growing activity and volume of mergers and acquisitions (M&A), versus the high failure rate of M&A. This book explores how underlying concepts and methodologies contributes towards understanding M&A and its performance. |
| m&a failures: MERGERS AND ACQUISITIONS Dr. Sri Hari V, Dr. Karthik Reddy, Dr. Rahul K Kavishwar, Prof. Saravanan L.G, |
| m&a failures: Mastering Mergers and Acquisitions via Industry Best Practices Dr. Berty Argiyantari, Dr. Risman Adnan, Josephine Kusnadi, 2025-01-07 Mastering Mergers and Acquisitions is a comprehensive guide tailored for business leaders, professionals, and strategists navigating the complex realm of mergers and acquisitions (M&A). Whether you're involved in corporate development, investment banking, or business consulting, this book provides an all-encompassing understanding of the M&A process—from foundational concepts to the nuanced challenges of post-merger integration and performance measurement. Combining academic rigor with real-world case studies and best practices, it offers a seamless blend of theory and actionable strategies, equipping you to succeed in M&A. |
| m&a failures: From World Factory to Global Investor Xuedong Ding, Chen Meng, 2017-11-22 Chinese outward direct investment (ODI) is growing rapidly in recent years. As an important phenomenon in the global economy, China’s ODI deserves more thorough analysis. This book looks at China’s ODI activities from multi-perspectives. With the rebalancing of China’s own structural growth and China’s shift towards a net capital exporter, her initiatives such as One Belt One Road (OBOR) have brought profound implications to the traditional super-sovereign or multilateral financial and investment cooperation mechanism. As her investment destinations and investment methods become more diversified and sophisticated, this book offers unique and refreshing insight into China’s ODI activities. The book covers the whole range of history and policy development of China’s ODI and analyses China’s ODI trends and characteristics in the recent years. It reviews China’s major policy changes after the Third Plenary Session of the 18th Central Committee of the Communist Party and how they may impact China’s ODI strategy and activities. The book addresses potential challenges and risks of rising ODI activities from practitioners’ perspective, and discusses how recipient countries may react and respond to the surge of Chinese capital. The book also offers policy implications and future research agenda in relation to the Chinese investments. |
| m&a failures: Why Deals Fail Anna Faelten, Michel Driessen, Scott Moeller, The Economist, 2016-10-11 The combined value of all M&A deals from 1980 to the end of 2015 was almost 65 trillion -- bigger than the current annual world economy value outside the US. In that same period, almost 900,000 deals were announced. Many were questionable, as Why Deals Fail shows. With companies expected to continue to merge in record numbers, it is time to learn some critical lessons from those deals. In 2014 the government of the UK -- one of the most open markets globally for M&A -- commissioned Cass Business School's Mergers and Acquisitions Research Centre, headed by Scott Moeller, to investigate whether M&A has a negative or positive impact on the country's economy. Their findings: M&A deals do generate short-term benefits for the economy, especially because some large deals were spectacularly successful. However, over the longer term, the results are less clear-cut. Despite those highly successful tie-ups that drove the economic results to an overall positive average, the majority of UK mergers by number in the research period actually destroyed value. In summary, deals can be hugely beneficial for all involved when you get it right but they still, at large, struggle to live up to their initial hype -- and potential. Done wrong, they can damage business and, by extension, the economy and result in hundreds if not thousands of employees being made redundant. Most of the mergers detailed in this book are lessons in what not to do; the authors get behind the corporate veil to show what went wrong when huge and otherwise highly successful global businesses such as the Royal Bank of Scotland, Microsoft, and HP embarked on M&A transactions. Why Deals Fail is aimed at business people who want to understand better how M&A can drive corporate fortunes. Whether you are a seasoned M&A professional, an employee in a company that is acquiring or being acquired, or a newly graduated business student doing analysis about a deal, this book will help you to make the right decisions when they are most crucial. |
| m&a failures: Internationalisation of Chinese Enterprises Jia Zongda, 2021-05-30 This book investigates cross-border mergers and acquisitions (M&A) conducted by Chinese enterprises seeking to evaluate the pivotal factors that influence the results of this dominant form of China’s outbound direct investment. In contrast to previous studies, the author places a particular focus on the provenance of the supply side as a determinant of overseas M&A, comparing acquisitions where target companies originate from developed and developing countries. Other major indices identified include cultural and industrial differences between targets and buyers, enterprise ownership, deal payment forms, types of consolidation and the market environment. Based on investment theories, quantitative analyses and several in-depth case studies, the book elucidates how these factors synergistically determine the success or failure of an acquisition attempt and the short- and long-term performance of Chinese companies’ M&A undertakings. This work will be a practical reference for M&A practitioners as well as academics interested in transnational corporations and mergers, capital market and international investment. |
| m&a failures: People Analytics Ben Waber, 2013-04-24 Discover powerful hidden social levers and networks within your company... then, use that knowledge to make slight tweaks that dramatically improve both business performance and employee fulfillment! In People Analytics, MIT Media Lab innovator Ben Waber shows how sensors and analytics can give you an unprecedented understanding of how your people work and collaborate, and actionable insights for building a more effective, productive, and positive organization. Through cutting-edge case studies, Waber shows how: Changing the way call center employees spent their breaks increased performance by 25% while significantly reducing stress Quantifying the failure of marketing and customer service to communicate led to a more cohesive and profitable organization Tweaking the balance of in-person and electronic communication can enhance the value of both Sensor data can help you discover who your internal experts really are Identifying employees involved in creative behaviors can help you promote innovation throughout your business Sensors and simulations can help you optimize your sick-day policies Measuring informal interactions can improve the chances that a merger, acquisition, or mega-project will succeed Drawing on his cutting-edge work at MIT and Harvard, Waber addresses crucial issues ranging from technology to privacy, revealing what will be possible in a few years, and what you can achieve right now. In bringing the power of analytics to organizational development, he offers immense new opportunities to everyone with responsibility for workplace performance. |
| m&a failures: International Human Resource Management B. Sebastian Reiche, Helene Tenzer, Anne-Wil Harzing, 2022-10-29 Written by leading experts in the field, this bestselling textbook has guided over 25,000 students across 130 countries through their International Human Resource Management studies. Retaining its critical edge, academic rigour and breadth of coverage, the sixth edition has been thoroughly updated to include cutting-edge content on the Covid-19 pandemic, digitalization and artificial intelligence (AI), as well as a broad range of new case studies and practical examples from organizations around the globe. Suitable for upper-level undergraduate and postgraduate students of International Human Resource Management. Lecturers can visit the companion website to access a range of online resources designed to support teaching, including a teaching guide, PowerPoints, videos with critical thinking questions and answers, and selected content from the SAGE Business Cases platform. B. Sebastian Reiche is Professor of People Management at IESE Business School in Barcelona. Anne-Wil Harzing is Professor of International Management at Middlesex University, London, Visiting Professor at Tilburg University, and Fellow of the Academy of International Business. Helene Tenzer is Assistant Professor of International Management at LMU Munich School of Management. |
| m&a failures: The Consolidation Game Barrett Williams, ChatGPT, 2025-01-10 Unlock the secrets of the business world with The Consolidation Game, your ultimate guide to mastering mergers and acquisitions (M&A). Dive deep into the intricacies of the M&A landscape, from its historical evolution to the modern-day strategies that drive success in this ever-changing field. This comprehensive eBook provides invaluable insights, carefully breaking down each step of the process with clarity and precision—you’ll soon navigate the complex world of mergers with confidence. Begin your journey with a thorough introduction to the basics of M&A, and discover the myriad reasons companies pursue these transformative deals. Explore different types of strategic mergers, and gain a keen understanding of the financial calculations critical to determining value and pricing. With an in-depth look at legal frameworks and international regulations, you’ll be equipped to handle compliance challenges and navigate cross-border dynamics with ease. The Consolidation Game delves into the essential role of due diligence, highlighting how to assess financial health and identify potential legal pitfalls before they become deal-breakers. Discover the art of negotiation with proven tactics and strategies to prepare you for successful deal-making. Once the ink is dry, learn how to seamlessly integrate entities, balancing cultural nuances and operational synergies for a cohesive new organization. This eBook also features enlightening case studies of iconic mergers, providing a real-world context to theory and revealing the lessons behind each success story. With sections dedicated to technology’s transformative impact, the involvement of private equity, and future trends that will shape the M&A world, you’ll be ahead of the curve, ready to capitalize on new opportunities. Broaden your perspective with insights from industry experts and prepare for what's next with predictions that will redefine the business landscape. Whether you're a seasoned professional or new to the field, The Consolidation Game is your comprehensive resource for mastering the art of mergers and acquisitions. |
| m&a failures: The International Encyclopedia of Organizational Communication, 4 Volume Set Craig Scott, Laurie Lewis, 2017-03-06 The International Encyclopedia of Organizational Communication offers a comprehensive collection of entries contributed by international experts on the origin, evolution, and current state of knowledge of all facets of contemporary organizational communication. Represents the definitive international reference resource on a topic of increasing relevance, in a new series of sub-disciplinary international encyclopedias Examines organization communication across a range of contexts, including NGOs, global corporations, community cooperatives, profit and non-profit organizations, formal and informal collectives, virtual work, and more Features topics ranging from leader-follower communication, negotiation and bargaining and organizational culture to the appropriation of communication technologies, emergence of inter-organizational networks, and hidden forms of work and organization Offers an unprecedented level of authority and diverse perspectives, with contributions from leading international experts in their associated fields Part of The Wiley Blackwell-ICA International Encyclopedias of Communication series, published in conjunction with the International Communication Association. Online version available at Wiley Online Library Awarded 2017 Best Edited Book award by the Organizational Communication Division, National Communication Association |
| m&a failures: Risk Measurement and Monitoring Simon Grima, María Isabel Martínez Torre-Enciso, Maurizio Castelli, 2025-04-30 The third volume of The FERMA-rimap Series defines approaches to modelling uncertainty and helps readers distinguish between simple, complex and matrix organisational structures, and explores operational risk management. |
| m&a failures: Innovative ICT Industrial Architecture in East Asia Hitoshi Hirakawa, Nobuhiro Takahashi, Ferdinand C. Maquito, Norio Tokumaru, 2016-11-21 This book aims to shed light on the potentially innovative ICT (information and communication technology) architectures from an East Asian regional perspective. The business environment brought about by the development of ICT intensified global competition and caused dramatic changes in the industrial architecture. Firms that are involved in manufacturing and maintenance of ICT hardware and that offer services for software development are continuously being created, giving rise to the provision of new and diverse services to an increasingly growing East Asian regional market. Such industrial activities are advancing the shift from an old to a new industrial architecture. Some parts of emerging economies have grasped this edge on economic globalization and informatization and have adopted business models that enable them to enter the world economy. Entering this century, China, the Philippines, and Vietnam in East Asia have been rapidly expanding their ICT-BPO (Business Process Outsourcing) businesses as destinations of offshoring of service activities by firms in the advanced economies, following India’s example. Policy makers and firms in those countries are also meeting the challenge of catching up with advanced economies through the development of such industries. It has enabled those economies to exploit new possibilities of further development, which may mean a new stage of manufacturing cum services in an ICT- and knowledge-based economy. |
| m&a failures: Dynamic Perspectives on Globalization and Sustainable Business in Asia Ordoñez de Pablos, Patricia, 2018-10-26 In the increasingly turbulent political climate, there has been growing interest in economic and international relations with Asia. Understanding the business practices in countries of this region, particularly uncertainties, risks, and opportunities associated with doing business in Asia, will be key for competing in a global economy. Dynamic Perspectives on Globalization and Sustainable Business in Asia provides perspectives on the challenges and opportunities of business growth in Asia with strategic insights on knowledge production, innovation, and disruptive technologies. Featuring coverage on a broad range of topics such as consumer behavior, financial literacy, and value perception, this book is ideally designed for academicians, researchers, government officials, policymakers, and practitioners seeking current research on the development of networks to support competitive advantage in the global economy and viable enterprises. |
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